ANÁLISIS DEL MERCADO DE ESTADOS UNIDOS

Leadership is the art of mobilizing others to struggle for shared aspirations. (Kouzes & Posner, 2007)

Certain qualities of leadership are essential to managing organizational change: ability for reflection; acknowledgement of personal strengths and weaknesses; willingness to take risks and receive feedback; the ability to motivate others; and demonstration of the fundamental principles of honesty, openness, respect and trust.

The artistry of leadership exists in choosing the manner by which one will influence people. Different situations require different leadership styles and strategies. Leaders are most effective when they create a shared desire by a group to attain a goal or to move in a particular direction.

In the public sector, leaders are expected to articulate the values that drive their beliefs about needed change. Reiterating those values throughout the change process helps to cement them.

Strong and flexible organizational leadership is key to the success or failure of any change effort. It is especially true when implementing evidence-based practices in community corrections due to the complexity of implementing change in the public safety system (Latessa, 2004).

The systemic nature of the public safety system requires that leaders identify, create, and show value to internal and external stakeholders. In Mark Moore’s Creating Public

Value, (1995) he emphasizes a key assumption for any service provided by the public

Figure 4

Public sector leaders must focus on: defining the value their organization provides to the public; building support for the organization and its services as they align with that value; and ensuring the necessary organizational capacity exists to achieve that value.

Leaders of community corrections organizations interested in building value through implementing this level of systemic change must evaluate their readiness to lead an intensive transition. This requires extensively evaluating their own strengths and weaknesses as well as those of their organization. Developing and leading an organization that not only provides public value, but also functions as a learning organization, requires the capacity and willingness to practice outcome-oriented, data driven, collaborative leadership styles instead of more traditional, authoritarian styles of leadership.

Leaders must also be willing to accept the challenges of changing organizational culture in order to achieve the full benefits of increased public safety and reduced recidivism made possible by implementing evidence-based principles in community corrections. Leadership Style

Traditionally, public safety agencies have relied on hierarchical and other highly stratified command and control management models. These models hinder the successful implementation of evidence-based practices, and require significant changes in organizational structure and leadership philosophy to determine when hierarchy is appropriate and when participatory decision making is needed. Changes are also required in practice, supervision, recruitment, hiring, training, work plans, and rewards systems.

The role of leadership in the implementation of this level of systemic change is key to its success. Leaders must be willing to commit to the following process steps:

 Create the vision  Identify partnerships

 Develop strategies for achieving the vision

 Seek agreement with partners regarding vision and strategies  Utilize process improvement strategies

 Identify and collect outcome data

 Review and refine processes and outcomes Creating the Vision

Before the change process begins, there must be a clear vision of what the changed organization will look like. This vision should be articulated in a concise statement describing the changed organization and how it interacts with others, including service recipients, system partners, and employees. For example, the vision statement for the Maryland Department of Public Safety Division of Parole and Probation is as follows:

It is the vision of the Division of Parole and Probation to become a comprehensive

community corrections agency that works in collaboration with criminal justice agencies, communities and service providers to prevent and interrupt the criminal behavior of probationers, parolees and other supervisees. The Division will identify and implement evidence-based practices to facilitate the successful reintegration of supervisees into their families and communities. The Division will develop a safe and supportive work environment that encourages all employees to achieve their maximum professional potential.

Strong, visionary leadership is a must. The

vision for change can be formed in numerous ways by various groups, including the leadership of the organization, policymakers, or diagonal slice groups. No matter how the vision is formed, leadership must embrace it and take responsibility for charting the direction and change process for the organization.

Once the leadership has crystallized the direction of change, it needs to look broadly throughout the organization and consider the many layers of change that will occur as a result of the process. The most progressive public policy direction for an organization is meaningless at the line staff and client level

Questions to Ask:

 Is there a story or a metaphor for what

the organization is trying to become?

Can you draw a picture of it?

 If the organization achieves its goals

for change, what will a client say

about their experience of this

organization?

 What will a member of the public say?

 What will employees say?

 What facets of the organization will

without leadership and strategic action to cultivate the change at all levels. True change happens at the top, at the bottom, and in between – it’s up to the leadership to consider each of those layers.

Communicating the vision

Once the leadership clarifies the organizational goals for change, the next step is communication of the vision. Involving employees in the development of the vision leads to greater commitment from and more effective communication with those employees. Effective communication is a critical ingredient to achieving successful and long-lasting change, and leadership must model openness and ongoing dialogue. Communication is the key! The clearer a leader communicates the goals of organizational change, the more helpful employees, community, clients, and policy makers can be. Once they understand what leadership seeks to accomplish, they can assist in reaching those goals.

How an idea or goal is communicated can be as important as the goal or idea itself.

Leaders attend to both process and outcomes. People will draw conclusions from how

the message is communicated as well as from the content of the message. For example, if a leader directly and personally communicates an idea to the organization, the message has more impact and meaning than if it comes down to line staff through channels. If a leader convenes a focus group of employees to discuss an issue, the importance of the issue is heightened, simply by the fact that the leader cared enough to gather a group to address it.

Leadership must also tailor communication strategies to the groups they seek to reach. Leaders need to think about their audience in advance, consider how they receive information, and strategize about how to best reach them. Communication must occur continually throughout the organization – both horizontally and vertically.

Leaders also need to pay close attention to the collective impact of seemingly minor decisions during the change process. For example, if leadership determines that those employees who actively participate and cooperate with the change process will be rewarded, that strategy must be consistent throughout the organization, even in seemingly minor decisions. One act, in one part of the organization, such as the promotion of a line staff person who is still doing business the old way might not seem like it could affect the change process. However, if it happens several times in different parts of the organization,

Questions to Ask:

 What is your personal communication style?

 What are your strengths and weaknesses in this

arena?

 How is information communicated in your

organization?

 Are there more effective communication strategies

for reaching multiple audiences?

 What are the greatest communication challenges

for the organization?

 What leadership, management, and employee

behavior supports the vision?

these independent, unrelated decisions can collectively send a message that contradicts and undermines the change process.

Trust and confidence in the organization’s vision and leadership is built through understanding and awareness of how decisions are made. Decisions and the process by which they are reached should be transparent to the members of the organization. Good leaders seek broad input into decision-making and encourage consideration of different perspectives. After all, employees also are members of the public and voters. Diverse

perspectives build strength. Good leaders also ensure that decisions support the stated

vision, values, and direction of the organization. This requires the leader to stay in touch with decision-making at many levels in the organization in order to ensure that the organization walks its talk.

Identifying partnerships

Leaders seeking change must work closely with organization employees, other government entities, and service providers. Collaboration with partners is critical and powerful. The partners, both internal and external, can be identified using several methods. Leaders can identify partners in consultation with others. Employees can conduct system mapping to identify unusual partners. The organization can hold planning circles where partners come and identify more partners, who identify more partners, etc. All of these strategies can be effective ways to identify important stakeholders in the change process.

Internal Stakeholders: Internal stakeholders will be affected by organizational change, some more than others. It is important that

those groups most affected have a voice in the process. Broad participation creates commitment. Leaders should consider the multiple levels of authority in the formal chain of command and classifications of employees, and then ensure that all of these groups understand the vision of change, have a voice, and a means to communicate their opinions. Diagonal slice work groups can help to achieve this goal by providing representation from throughout the organization.

Questions to Ask

 What diverse groups are represented in

your organization?

 Who are the natural leaders in the

organization?

 What groups are neglected or feel

excluded?

 Who can help to create a buzz about the

change process in your organization?

Leaders should also consider more informal networks as they identify internal partners. While the organizational chart of an organization may show a vertical hierarchy, organizations are rarely so cleanly defined. Instead, organizations are webs, with informal leaders and power brokers throughout the organization. Effective leaders think beyond the formal hierarchy to ensure they reach out to all key partners.

Diagonal slice work groups can serve a variety of roles -- as sounding boards, transition monitoring teams, steering committees with decision-making power, and implementation

teams. Leadership must clearly define the roles and authority of each group, and charters should be developed upon convening work groups.

Chartering will help guide the group’s efforts, provide structure, describe outcomes, clarify decision-making authority, and codify organizational and leadership support for the group’s work (see Chapter 6). Communication is a key function of these workgroups and should be highlighted in their charter. A large part of their responsibility is ongoing communication with the larger organization about the change process. To enhance productivity and efficiency, all groups should be provided with a trained facilitator or be trained in the basics of group process and facilitation prior to beginning work.

External Stakeholders: The changes an organization undergoes will also affect external partners. Community corrections agencies are intertwined with a host of other criminal justice, social service, and community

organizations and systems. This means that any significant, long- lasting change in an organization requires the participation of and acceptance by external entities. These organizations will need to be collaborative participants in this process every step of the way.

Questions to Ask

 What partnerships currently exist in your system?

 Where do new partnerships need to be forged?

 How does participation in this change process

assist partners in accomplishing their mission

and/or vision?

Partner organizations need to understand the value that participation in this change process has for them. Their leaders should know how supporting change in community corrections aids them in accomplishing their organizational mission. The impact that specific changes will have on their service delivery must be completely clear. Leaders need to consider these issues and craft specific plans for engaging their partners.

Developing Strategies for Achieving the Vision

The development of strategies moves the vision from concept into action. While strategies must be broad enough to encompass the work of many parts of the organization, they must also be specific enough that objectives, outcomes, and work plans can be developed to achieve the strategies. Leaders can use many different processes to develop strategies. Tools for developing strategies must balance broad participation in decision-making with the creation of the most innovative strategies infused with best practice knowledge. The relative importance of these two issues in an organization’s change process will drive the selection of the tool for strategy development.

Engaging the broadest number of internal and external partners in the development of the strategy is essential, and a system- or organization-wide development conference can be a helpful tool. This type of conference is a day- or more-long meeting where the participants gain understanding of the vision and then in smaller groups develop the strategies to accomplish this vision. (see Appendix B, the Search Conference, for one approach). Conference techniques often result in maximum participation and buy-in, and

allow participants opportunities to understand best practices and expand their thinking in order to create an innovative new direction for the organization.

The diagonal slice group from the organization can also be charged with creating strategies. This method provides opportunities for input from a variety of levels and perspectives in a more controlled process. It also provides an opportunity for alternative perspectives to weigh more heavily in the process. In the conference model, minority voices may not be heard.

In another method, the management team can use stakeholder groups to review and refine strategies - including the diagonal slice group. This method does not allow for as much diverse input into the strategies. However, if the management team has been intensively schooled in innovative new practices, they can still create effective strategies that are informed by the literature. The strategies must be approved and supported by the policy makers in the jurisdiction, regardless of the method chosen.

Questions to Ask

 How much participation is required to build maximum trust in the organization?

 How much do various stakeholders know about best practices in order to incorporate them

into strategies?

 How can you best incorporate diverse perspectives into the strategies?

 How involved do policy makers wish to be in the strategy development process?

Overcoming Resistance

Leadership and work teams need to plan strategies for overcoming resistance to change. Resistance of employees may stem from the organization’s failure to consider and eliminate barriers with changing work conditions, a lack of tools to do the new job, poor communication across the organization, or an inadequate understanding of the need for change. Employees may also lack the sense of safety needed to master new ways of doing business, and to ask for support when they are struggling. Leadership must assess worker needs in relation to the strategic implementation of change, structure the work, and provide the tools and the information required for success. For example, if leadership asks officers to spend more time out in the field and less time in the office, providing tools such as laptops, personal data assistants, and cell phones will facilitate that transition. Leadership must be empathetic, provide opportunities for employees to voice options and concerns, and create a climate for success for workers to do their job. Culture changes are difficult for workers to accommodate but can be made easier with responsive, responsible leaders.

Seeking agreement with partners about vision and strategy

Relationships among partners must be based on mutual respect and understanding of the opportunities and constraints each partner faces. One tool partners can use to work on their agreements is the Zone of Agreement model (Figure 5). Groups of internal and external partners can use this model to clarify their decision making process. Partners

must have a clear and common understanding of the decisions for which complete agreement is necessary; consultation with other partners is sufficient; and can be made solely by one organization, independent of their partners.

Z o n e o f A g r e e m e n t Independent Actions Complete Autonomy Zone of Informing Zone of Consultation Zone of Consultation Zone of Informing Zones of Agreement Partner 1 Figure 5 Partner 2

Sustaining collaboration and agreement between partners

The change process may be frustrating and slow and may alter direction mid-course. Given the importance of partnerships and the challenge of maintaining them, leadership must take specific steps to sustain collaborations. Some suggestions include:

 Build upon and celebrate small victories

Identify steps that a collaborative can take together. Seemingly minor change can reward partners and solidify their commitment to the process. These wins can also persuade other partners to join and support the change process.

 Create incentives for collaboration and change

Align rewards, including public recognition, with the collaboration. Take time to understand the needs of internal and external partners and develop ways to meet some of them. Recognize employees that bring new partners to the table.

 Address leadership changes

Leadership will change during the change process. It is important to bring new leaders into the change process, share the vision and the history of the change with them, and invite and incorporate their fresh perspectives.

 Maintain the momentum for change

Key players and/or groups may stall changes through diversions or suggesting far- fetched scenarios. If changes can be institutionalized quickly, with some details worked out later, the system change can maintain momentum.

Using different leadership styles

It is also important to recognize that different styles of leadership are required to achieve successful change. Goleman (2000) has identified six distinct leadership styles, each one

coming from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of an organization and its results.

Coercive leaders demand immediate compliance. Authoritative leaders mobilize people

toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic

leaders build consensus through participation. Pacesetting leaders expect excellence and

self-direction. And coaching leaders develop people for the future.

The research indicates that leaders who get the best results do not rely on just one

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